PM Support Site

Project Management is one of the tools of Excellent Management and the Primary Implementation Tool of Change Management

This is a Free Service for those Interested in Project Management. This site is always under construction.

Prepared by Craig A. Stevens, PMP, CC and his Students and Other Professionals

This website is a free service for those interested in change and its primary implementation tool, Project Management (PM). On this website we will talk about project management in three ways.

The best way to pass the PMI PMP exam is to (1) experience PM with a good mentor, (2) work as a PM for several years, (3) join and become active in the PMI, (4) join a PMI study group and (5) then take a good workshop on the PMBOK and Passing the PMP Exam. You can find support on this site.

This site is divided into Phases and cross referenced with the PMI PMBOK and IIBA BABOK Guides.

Introduction (This Page Cross-referenced to Chapter 1 of the PMI PM BOK Guide)

General Program Management Support Phase (The Forgotten Phase - Before the Project Begins)

We will beat any training you can find in price, quality, flexibility, and depth.

This teaching site is sponsored by Westbrook Stevens, LLC and Constrada, LLC. We have teamed to bring you the best workshops you will ever see and the most effective systems approach to project organizational development you will find. Plus, this teaching website and a workbook. For more information contact:

Project Management, How it All fits Together

YouTube Video PM2 - Craig A. Stevens, PMP, CC explains Change Management and How Project Management is the Main Tool for Implementing Change. LOGIC

Project Goals by Process

Figure PM1, (LOGIC) - Four Phases of Project Management and Three Phases of Change - LOGIC

What are the attributes of a predictive project work plan and why do they make the project work plan easier to manage?

What is Predictive vs Adaptive?

The term Predictive Project Management is a rather new term and will not be found in the more classical Project Management material. Until recently all the project work plans were predictive in nature. Even though statistical methods like PERT and Monte Carlo Estimations may be used to calculate task durations in a more probabilistic nature, the CPM method also falls into the Predictive camp. Therefore, with predictive project work plans, one is estimating the future schedule and cost impacts on work by estimating (or predicting) task durations.

Predictive methods focus on several phases including upfront conceptualization, planning, executing (with management and control to make changes when needed) and a closure or transitional phase at the end. Predictive models work best when the requirements and the technology are stable.

Likewise, Adaptive Project Management is a rather new term. Even though all project management is (or should be) adaptive in real-life, the term adaptive PM methods are designed around “changes to requirements” and are better for more chaotic environments with a high degree of unknowns. One will find more adaptive methods used in research and development (scientific and engineering research) or more complicated IT projects (i.e., Agile project management practices; SCRUM, XP, Extreme Programming, Crystal family etc.). Adaptive PM will focus on more incremental delivery of products based on short rolling wave type estimates (3 to 6 weeks long). Adaptive project management is often more realistic in nature but it is also harder to convince the stakeholders of its value in stricter contractual environments.

The PMI PMBOK is a predictive management methodology today, however as Adaptive Methods of Project Management become more mainstreamed the PMI PMBOK will also reflect these methods more. Also, even adaptive project management is predictive, only in shorter time frames. Likewise, predictive project management is adaptive. Because, the more a Program/Project Manager uses rolling wave methods, the more adaptive the project is. Although it is difficult to use adaptive methods in strong contractual environments, like for governmental projects, PM’s should master change management and configuration management within the project to increase success.

What are attributes of Predictive Management Plans?

Although the attributes of Predictive Management Plans are not covered in the PMI PMBOK guide, one can often find attributes associated with activities, as from the PMI PMBOK guide.

Activity Attributes may include:

1.     Identifiers

2.     Activity Codes

3.     Description

4.     Predecessors Activities

5.     Successor Activities

6.     Logical relationships

7.     Person responsible

8.     Place

9.     Schedule

10. Contract types and requirements

I often document the attributes of the Functional Requirements as (F1, F2, F3, ...) and Attributes of the functional requirements as (A1.1, A1.2, A1.3...). The attributes in a project usually track back to specific functional requirements. The Constraints (C1.1.1, C1.1.2, C1.1.3...) of projects’ functional requirements usually track back to a specific attribute.

I found the following attributes of a project plan in a blog and then tracked them to possible functional requirements of a project plan and added a constraint as an example.

F1: A Project Plan should predicts the Cost Requirements of the Project

A1.1:   Tasks are supported by detailed estimates, which account for complexity and risks

C1.1.1: Example…The estimates should be rounded to the nearest full hour with a 10% buffer to account for overruns.

F2: A Project Plan Predicts Schedule Requirements of Project

A2.1:   Produces a realistic, accurate critical path

A2.2:    Is maintained regularly with actual time, and re-planning for slippage and scope changes

A2.3:   Tasks are supported by detailed estimates, which account for complexity and risks

A2.4:   Is maintained regularly with actual time, and re-planning for slippage and scope changes

F3: A Project Plan Predicts Deliverable Requirements (Tasks, resources, etc)

A3.1:   Maps back to the contractual requirements

A3.2:   Maps back to the Requirements Traceability Matrix

A3.3:   Accurately reflects the work to be done

A3.4:   Accurately reflects the staff necessary to do the work

A3.5:   Includes a complete network of dependencies

A3.6:   Includes logical and clearly defined milestones and deliverables

Why do the attributes of the project plan or activity attributes make it easier to manage a project?

Without the activity attributes being mapped out, one will not be able to estimate the cost or schedule of the project plan, nor track progress. It is a necessity of PM. One cannot manage what one does not understand and therefore cannot measure.

The PMI PMBOK and PMP EXAM - PMBOK

YouTube Video PM3 - Craig A. Stevens, PMP, CC, Introduces PMP Certification

What is the PMBOK?

The Project Management Body of Knowledge (PMBOK) is the overall Project Management Body Of Knowledge. Although most people see this as a document, that PMI publishes. It would be more correct to view it as the sum of all knowledge that all Project Managers in the profession of project management possess. This would include traditional and innovative practices found in both the published and unpublished material.

What is the PMBOK Guide?

The PMBOK Guide is the ANSI standard published by PMI (ANSI/PMI 99-001-2004). It provides an overview of PMBOK and includes practices “generally recognized as good practice.” This does not mean that you should apply the methods in the PMBOK Guide to all projects. Therefore, “…the project team is responsible for determining what is appropriate for any given project.” (Section 1.1 PMBOK Guide.)

The PMI PMBOK Guide reflects a portion of this body of knowledge as documented by a set of committees (of volunteers) for the different knowledge areas. Sometimes these committees did not agree and you may find conflicts within the PMI PMBOK Guide. Think of it this way...there are four ways of doing everything. The PMI PMBOK way, your way, our suggested way, and God's way (the right way). Sometimes they overlap and sometimes they do not. However, when taking the test for certification, only the PMI way will give you the points you need.

What are the PMI PMBOK Guide’s Knowledge Areas?

Knowledge Areas represent the primary aspects of a project that must be addressed and include:

1.     Project Integration Management

2.     Project Scope Management

3.     Project Time Management

4.     Project Cost Management

5.     Project Quality Management

6.     Project Human Resource Management

7.     Project Communication Management

8.     Project Risk Management

9.     Project Procurement Management

The PMP Certification Exam

The PMP Certification Exam will test your understanding of the following types of information.

Your understanding of the information found in the PMI (PMBOK).
You knowledge of the processes explained in the PMBOK,
You ability to use the processes
Your knowledge of the terms used by the PMBOK.
Your understanding of the order of process inputs and outputs.
Scheduling formulas.
Costing formulas.
Estimating techniques.
Understand of key roles played by others.
Your understanding of your ethical responsibilities.

The PMP Exam will not test you on your experience or common sense. Your knowledge of how company apply PM methods or industry practices. However, in the is website we spend a great deal of time thinking of different ways of applying PM tools. The PMP Exam will not ask you about software tools or about detailed college level courses. The Exam is not an IQ test.

YouTube Video PM 4 - Craig A. Stevens, PMP, CC explains Process Groups and a little about the Exam

What are the PMI PMBOK Guide’s Process Groups?

The process groups act as guides to apply appropriate skills. All 44 PMI processes belong to one the 5 process groups. The process groups are NOT the same as project phases of the life cycle. This is a hard concept to understand, one could actually experience each of the process groups in each of the the project life cycles.

Initiating – facilitating the selection and formal authorization of a project or phase and developing basic description of scope.
Planning – developing plans to manage the execution, control and closure of the project
Executing – performing the work of the project to produce deliverables
Monitoring & Controlling – evaluating plan vs. actual and acting on the difference
Closing – formally terminating the project or phase.

YouTube Video PM5 - Craig A. Stevens, PMP, CC, explaining the relationship between PMBOK Knowledge Area, Process Groups, and Project Life Cycles.

Figure PM2 - PMI PMP Knowledge Areas, Process Groups, and one example of a PM Life Cycle

Definitions, Terms and Concepts

A Project is a temporary undertaking requiring a concerted effort to produce a unique product, service, or result. A project has a specific beginning and ending date, specific objectives and specific resources assigned to perform the work. The purpose is to achieve an objective, then terminate.

A Program is a group or series of related projects that are managed in a coordinated way to realize benefits greater than managing the projects independently to achieve some synergistic benefit. It is centralized, coordinated management

Project Management is the application of knowledge, skills, tools, techniques, and methodologies to project activities in order to assure project success by meeting project objectives.

The Project Manager is the person responsible for achieving project objectives. The individual assigned the responsibility and authority to manage projects and is, therefore, ultimately accountable to senior management and the project requestor. Typical responsibilities of a project manager include organizing, coordinating and directing the project, resolving conflicts between project team members, communicating requirements to the team, and serving as a liaison between the project team and others.

Projects are divided into phases, collectively known as project life cycle. A project phase is a major logical grouping of work on a project. A phase also represents the completion of a major deliverable or set of related deliverables. Often the phases represent the phases of the Project Life Cycle.

The project life cycle is made up of several logical project phases. This resource is divided into life cycles for project management. A generic project life cycle could include the following phases: [Concept Phase] [Planning Phase] [Implementation Phase] [Transition Phase]. Two additional phases could include:

There are many different variations of life cycles such as these "Product" Life Cycles:

Phases are characterized by the completion and approval of one or more deliverables. The transfers of deliverables between phases are sometimes known as:

In very formal settings the transfers are sometimes performed by someone outside of the project team (i.e. sponsor), sometimes known as a ‘gatekeeper.’ The gatekeeper may provide authorization to start the next phase.